Abstract:

This paper presents a nuanced examination of scenario use by senior leaders in the museum sector during the COVID-19 pandemic. Faced with a crisis, the study explores the adaptation of a conventional scenario planning method to accommodate time-poor participants seeking to navigate an uncertain future for their organisations. Employing a distinctive 'hybrid' approach, the research team initiated two focus groups to identify key external driving forces, utilising this input to craft scenario narratives. In a further two focus groups, participants leveraged these scenarios to strategize organisational responses to the crisis. The scenario narratives, blending internal and external factors, address immediate concerns about resource constraints. A unique aspect of this study is its 'hybrid' model, allowing participants to contribute to the early stages of scenario development during a crisis. The short-term focus aligns with urgent priorities, fostering discussions of strategies for short-term organisational survival. Including a fictional organisation in the scenarios, representative of diverse organisations in the sector, promoted strategic conversations encompassing both internal and external factors. The resulting discourse offered insights into crafting responses for a desirable, and undesirable, future, steering organisations toward a suitable direction in challenging times.

Please choose your submission type: Full Paper

Primary Track: Strategy

Keywords: strategy;organizational strategy;resources and capabilities;dynamic capabilities;Strategy

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Dr. Frances O'Brien